Act Now to Reduce Risk and Stress by Systematizing Process

Today we have a blog from Earl Bell:

I have observed over the years that companies who are consistently Winning in the Game of Business have systematized what works. Great managers ensure that best practices and processes are documented, teachable, repeatable and institutionalized.  Inversely, companies that struggle with scalable success in execution typically have silos which are built within positions in departments where individuals do not share key knowledge.  By the way, silos are meant for grain and not business! 

Having key knowledge locked in the minds of an individual is risky for the company and stressful for many; especially when a company is growing!  However, there is a solution which can be implemented with time, energy and commitment.

Towards that end, below is checklist you can use to reduce business risk while systematizing business process:

1. Build an organization chart with job descriptions for each position.  Ask each department head to work with your Human Resources leader or engage an outside professional to help get this done.  Without a formal job description, it is hard to assign responsibility and accountability for work that is being done.  To build greater alignment between strategic initiatives and tactical execution, be sure to define how each position and work being done aligns with company-wide strategic goals.
2.   With each department head and for their respective employees:

a.   Document key business processes.  Documentation is complete and sufficient when others in the company can do the work without oversight.

b.    Ensure that at least two employees in the company can do every task required within the company.

c.     Coach employees who refuse to share knowledge on how to do their jobs.  Help them recognize that business is a team sport.  Keep team players, and find ways to shed individual performers that want to work solo, unless you are comfortable assuming this risk.

d.    In the same spirit, make sure key customers and vendors have at least two people in the company they know and want to work with, thus developing depth in your company’s ability to serve these key relationships.

e.    Coach employees who are reluctant to help build relationships between key customers/vendors with others in the company.  Again, business is a team sport and you need team players.  Sometimes, changing team members is necessary to build a healthy and sustainable company.

Albert Einstein once said that, “everything should be made as simple as possible, but not simpler.”  So in that spirit, my question is… “Will you accept the challenge in 2014 of taking the journey to build redundancy and reduce risk in your organization?”  If not, “Will you at least take the time to quantify the potential risk to your company by not taking action?”

My belief is that those accept this challenge will likely find that customers and vendors will thank you for making doing business with your company easier while team-oriented employees will give thanks for making work less stressful and more fun!

EARL BELL

EARL BELL is the author of, Winning in Baseball and Business, Transforming Little League Principles into Major League Profits for Your Company, which provides a roadmap to success for leaders that desire to build thriving companies in a very competitive 21^stcentury business environment.  Earl believes that “everything you need to know about business, leadership and team building can be learned from Little League baseball.”

Earl conducts workshops, coaches and consults with owners, business leaders and their teams, teaching them how to dramatically reduce the time it takes to improve profitability, customer experience, employee engagement and company value, while simultaneously increasing discretionary time and reducing both stress/employee burnout.  He believes the secret to winning in baseball, business and life can be summarized in a simple formula:  Winning = Service + Humility. His motto is that Winning in Business is a Team Sport!

Earl has served in the Chief Financial Officer role for numerous companies throughout North America. His personal passion is youth sports and he has coached 28 teams since 2002.  Earl is a CPA, graduated from SU (Seattle University) with a BA in Accounting and from the MILL (Mercer Island Little League) with a Master’s in Youth Baseball.

Earl Bell can be reached at  earl@earlbell.com and 206-420-5946